Business Ethics 3

Critical Incident Interpretation and Analysis

• Consider each situation, taking a step back and evaluating the dynamics between the people.

• But also the possible influences of the systems they are in

Questions for Critical Interpretation/Analysis

• What are the “invisible” factors that might be influencing the situation?

• How are the people in the situation contributing to the dynamic?

• What are the relevant facts of the situation? What are the ethical concerns?

• How would you, as the manager of the team, handle the situation?

What might managers need to do during critical incidents?

• work with cross-functional teams

• seek external expertise

• leverage technology

• think critically

Workplace Courage

taking action at work that feels right/important, to stand up for ppl/cause, despite risk of repercussions

Examples of Career Risks of Work Place Courage

• firing

• promotions overlooked

• loss of reputation

• ostracized

Examples of Social Risks of Work Place Courage

• social rejection

• out of group 

• severed relationships

Examples of Psychological Risks of Work Place Courage

• feeling stupid/incompetent/failure

• embarrassment

• negative perception from others

Why your courage matters TO OTHERS

• protect others

• solve problems 

• avert disasters

• human/financial cost of inaction

Why your courage matters FOR YOURSELF

Legacy and regret

Aristotle’s Definition of Courage

a virtue of character which stands between cowardly or fearful and reckless or overconfident.

5 Essential Properties of Courage

• free choice

• risk of harm

• risk assessed as reasonable and act is justifiable

• pursuit of worthy aims

• mindful action despite fear

Courage as a virtue: altruistic

sacrificing personal interest to help others/achieve worthy goal

Courage as a virtue: Cognitive

based on goal-directed reasoning

Courage as a virtue: Ethical

Achieving worthy goal

Courage as a virtue: Emotional

overcoming fear

Managerial Courage; To Act

• focuses on action/leadership

• low-middle level intensity and high control

Managerial Courage: TO Be

• courage perceived as more reactive

• high emotional intensity/low control

Acting Courageously: Personal Governance Practices

• Emotional signaling

• Reflective pause

• Self-regulation

• Moral prep

Emotional Signaling

Other ppl’s emotions affecting our impression of their motives/choices/reactions > relates to understanding

Reflective Pause

regular introspection to identify whats working and what needs change

• ex. journaling, meetings

Self-Regulation

• regulation without external intervention

• makes self control possible

Moral Preparation

Recognize ethical problem exists

If Then-Plan

Using specifics to set goals and increase chance of success

Courage Ladder

High>No courage